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CCCM Global Cluster Appeal (2007

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CCCM Global Cluster Appeal (2007 Powered By Docstoc
					Appeal for Building Global Humanitarian Response Capacity

Chapter 3: Camp Coordination and Camp Management
1.

Global Cluster Lead(s) and Global Cluster Partners

Global Cluster Leads: UNHCR and IOM Global Cluster Partners: CARE International, OCHA, UNEP, NRC, IRC, LWF and the Shelter Centre

2.

Gaps in response capacity and objectives for 2007-08

At the onset of humanitarian reform in late 2005, there was no established network of agencies and organisations working on a coordinated approach to Camp Coordination and Camp Management (CCCM) except for the inter-agency Camp Management Project coordinated by the Norwegian Refugee Council (NRC). Moreover, there was limited understanding and agreement on common standards and policy in CCCM, which was a relatively new concept in the humanitarian community. During 2006, the global CCCM cluster attracted an increased level of participation, particularly by NGOs. In 2007-2008, the cluster will continue to engage more partners involved in camp management, in an effort to maximise the resources and thereby improve inter-agency complementarities within the cluster. Furthermore, extensive advocacy efforts have been made and are still required, to attain a common understanding on CCCM cluster‟s aim. The cluster strives to achieve an effective and efficient coordinated humanitarian response in situations where displaced populations are forced to seek refuge in camps/camp-like situations. The cluster does not promote camps, and aims at ending camp life through promotion of durable solutions. Based on the general CCCM concept developed in 2006, outlining the roles and responsibilities for „camp coordination‟, „camp management‟ and „camp administration‟, the global cluster will continue to develop standards, policies and tools, in close consultation with various partners at field level. In addition, the CCCM cluster will continue to liaise with other clusters to seek inter-cluster and IASC endorsement of the CCCM concepts in order to ensure a more effective and predicable response to camp/camp-like situations in new and protracted emergencies. Despite the achievements of the CCCM cluster during 2006, there are still a number of identified gaps that needs to be addressed during 2007 to ensure efficient and coherent camp response. Cluster leads, NGO partners, and governments/local authorities require strengthened capacity to take up the role as camp coordinators, camp managers, and camp administrators at field level. There is a great demand for tools and guidelines to efficiently carry out a comprehensive camp response at camp and inter-camp level. In 2006, the CCCM cluster carried out a series of capacity building activities, resulting in an increased awareness among inter-agency staff on CCCM. These capacity building efforts will continue in 200708. The activities will include: development of new modules for CCCM trainings; translation of updated camp management toolkit into French, Spanish and Arabic; training workshops targeting various groups – local authorities, humanitarian personnel, IDP leaders/committees; and, deployment of CCCM experts to support field personnel in complex emergencies. Based on these identified gaps, the CCCM cluster has agreed on the key priorities and associated activities which result in one common CCCM approach covering capacity building (trainings) and tools, guidelines and frameworks. As agreed by the IASC at the on-set on the cluster approach, the CCCM cluster is a joint cluster with co-cluster leads UNHCR for conflict induced displacement and IOM for natural disasters induced displacement. While projects appealed for by IOM and UNHCR may appear similar, they actually are targeted at the two distinct types of displacement (natural disasters and conflicts). The unified CCCM cluster was agreed upon to avoid duplication and ensure complementarity in activities as the priorities in both types of emergencies are similar and many partners in the field respond to both types of emergencies. The CCCM cluster will:  Broaden partnerships by encouraging more humanitarian partners to participate in the cluster;  Promote activation of the cluster in those emergencies where camp situations exist;
01 April 2007 – 31 March 2008
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Appeal for Building Global Humanitarian Response Capacity

    

Outline the roles of camp coordination by the cluster leads (UNHCR and IOM) so as to ensure their effective and efficient support to responses in camps; Clarify the responsibilities between the sectoral agencies and the camp management agencies; Ensure that cross-cutting issues (age/gender/diversity, HIV/AIDS, environment, protection) are properly mainstreamed in CCCM; Develop and apply indicators to measure impact of the cluster at field level; Strengthen national capacity to respond to camp situations where they occur or there is a high risk of disaster.

3.

Financial Summary

Project Sheets are attached at Annex 3. CAMP COORDINATION & CAMP MANAGEMENT TOTAL Project Funding AVAILABLE REQUESTED FUNDS lead Channel FUNDS FUNDS NEEDED CARE UNHCR 585,000 0 585,000 LWF UNHCR 282,500 0 282,500 NRC UNHCR 992,528 0 992,528 UNEP UNHCR 169,500 0 169,500 IOM UNHCR 1,716,750 542,090 1,174,660 UNHCR UNHCR 1,454,259 546,080 908,179 5,200,537 1,088,170 4,112,367

Project No. 1 2 3 4 5 6 TOTAL

01 April 2007 – 31 March 2008
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Global Cluster Appeal 2007 – DRAFT

4.

Strategic Framework
Target Objectives Benchmarks Corresponding Activities/Projects Agency 1.1. Validate policy concepts on CCCM. IOM/UNHCR Activity/Project 1.1.1 Organise two interagency policy and guideline learning workshops. 1.2.1 Develop CCCM standards and indicators to be implemented in field operations. Indicators Field Impact

1.

Sectoral standards consolidated and disseminated and, where necessary, developed.

1.1.1 Two policy and guideline learning workshops held with at least 20 participants each from different IDP operations, at least half from NGO partners. 1.2.1 Standards and indicators for CCCM developed and implemented.

Effective tools and policies for CCCM response developed, agreed upon and applied at the field level. CCCM response undertaken in accordance with common standards and procedures, with greater response coherence among all partners involved.

1.2

Develop and disseminate appropriate standards and indicators for CCCM.

LWF, UNHCR

1.2.2 Establish monitoring 1.2.2 and evaluation a. Community based participation in assessing standards. appropriateness of response through frequent real time evaluations and other early review tools. Monitoring and evaluation mechanism established. b. Accountability of camp residents and national governments incorporated in monitoring standards.

1.2.3 Validate IDP profiling methodologies in IDP camp settings.

1.2.3 a. b. Agreed standards on IDP registration in camp situations. IDP profiling methodologies validated in camp settings. Camp response in emergency situations based on sound assessments.

1.3

Develop assessment framework.

LWF

1.3.1 Develop assessment framework for initial response (incorporating needs and gaps analysis). Be part of intercluster assessment processes.

1.3.1 Assessment framework for initial response developed.

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1.4 Updated Camp Management Toolkit in line with the CCCM cluster concepts. NRC/Camp Management Project 1.4.1 Support finalisation of the revised version of the Camp Management Toolkit. 1.4.1 Updated Camp Management Toolkit finalised and disseminated to field operations. Humanitarian agencies working in the field, authorities and camp committees are guided by the revised CM Toolkit.

1.4.2 Translate the 1.4.2 Camp Management Toolkit translated into revised Camp French, Spanish and Arabic Management Toolkit into French, Spanish and Arabic (cluster funds is requested only for Spanish translation) 1.4.3 Updated CM Toolkits disseminated to field 1.4.3 Disseminate the operations in English, French, Arabic and Toolkit. Spanish. 1.5 Mainstream age, gender, diversity, HIV/AIDS, human rights, environment in CCCM activities. CARE UNEP IOM/UNHCR 1.5.1 Conduct training and awareness raising activities related to environmental aspects of camp response. 1.5.1 a. Improved environmental and overall living conditions in and around camps. Site plans and camp activities include environmental components (including other sectors and exit planning). Equal treatment and diversity approach to camp residents. Residents with special needs (i.e. HIV/AIDS) receive appropriate emergency response. Improved multisectoral response to HIV/AIDS.

b. Improved awareness of government agencies and camp management agencies+ partners on environment and displacement. 1.5.2 Mainstreaming of age, gender, diversity, HIV/AIDS, human rights into the works of the CCCM cluster. a. Technical support provided from HIV/AIDS focal points to ensure HIV/AIDS incorporated into the CCCM work, tools, and guidance. Include updated material on CCCM into the revised IASC guidelines for HIV/AIDS.

1.5.2 Ensure all tools and guidelines, including the Camp Management Toolkit, are properly mainstreamed by relevant partners, through participatory mechanisms.

b.

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2. “Best practice” for this sector collected and disseminated. 2.1 Develop and disseminate “best practice” for CCCM on a range of issues and from a variety of contexts to all current and potential CCCM actors. a. IOM/UNHCR, NRC b. IOM/UNHCR c. UNHCR d. UNHCR e. NRC, CARE f. IOM g. IOM, NRC 2.1.1 Develop “best practice” guidelines for specific CCCM areas: Combine/integrate the „best practice‟ with CM Toolkit and training modules, and disseminate these to field operations. Include mapping exercise of current practice. 2.1.1 “Best practice” guidelines for 6 specific CCCM areas developed and disseminated to field operations. “Best practice” on: a. b. c. d. e. f. g. 2.2 Strengthen information management of the CCCM cluster. IOM/UNHCR 2.2.1 Provide online information on CCCM in addition to alternative tools where web is not accessible. 2.2.1 a. Online resource established with updated information related to the CCCM cluster and its practices. Alternative information tools provided to field operations. Consistent information collected in and between camps allowing clear identification of gaps and needs. Camp management Camp coordination Collective centres Case studies on successfully conducted IDP profiling methodologies in camp settings. Camp closure and phase-out Camp management mobile teams in IDP operations. Camp issues specific to natural disasters. Field operations stay updated on relevant CCCM developments and keep other partners informed regarding CCCM guidelines & implementation. “Best practice” on a range of CCCM issues assists and guides field operations to respond to different aspects and levels of camp management and coordination.

b.

IOM/UNHCR

2.2.2 Develop data management tools for effective camp management. 2.2.3 Support emergencies with GIS/mapping and camp management databases.

2.2.2 Camp management NGOs are supported to gather and disseminate information on humanitarian situation in the camp.

IOM/UNHCR

2.2.3 IDP camps are mapped and humanitarian gaps captured to enable better analysis and programming.

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3. Training and systems developed and/or provided at the local, national, regional and international levels to build response capacity. 3.1 Improve and further develop modules for CCCM training. 1. IOM/UNHCR, NRC 3.1.1 Develop training modules for an awareness raising workshop on an integrated sectoral approach in CCCM, and on the CCCM cluster and overall framework at the global level. 3.1.2 Develop modules for camp coordination. 3.1.1 Training modules for an awareness raising workshop on an integrated sectoral approach in CCCM, and on the CCCM cluster and overall framework at global developed and piloted. Commonly agreed training tools are developed for application at the field level.

Increased pool of trained staff corresponding to relevant positions.

2.

IOM

3.1.2 Camp coordination training module.

3.

NRC

4.

NRC

3.1.3 Update training modules for CM agencies and partners. 3.1.4 Develop training modules/materials for different learner profiles and ToT in French.

3.1.3 Updated training modules for CM agencies and partners.

3.1.4 a. b. c. ToT modules in French developed. Modules for governments and authorities developed and piloted. Modules for IDP camp and host communities developed and piloted.

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Global Cluster Appeal 2007 – DRAFT
3.2 Strengthen CCCM training at national, regional and global level to build capacity response for CCCM stakeholders. NRC (+host agency) 3.2.1 Conduct CCCM trainings (e.g. regional and national) with 20 participants each, from CCCM partners. ( national and regional trainings, the majority of trainings for national partners).One training with emphasis on crossborder operations (Iraq, Somalia) and cross-cutting themes. The trainings are designed for a range of stakeholders; camp committees, national authorities, national and international NGOs, international organisations and UNG agencies. 3.2.2 Identify a number of potential camp managers/coordinat or to undertake a 1 month on-site exposure/shadow training with agencies already involved in CCCM. 3.3 Strengthening of the roster of CCCM trainers to meet the training needs within the cluster. NRC 3.3.1 Conduct Training of Trainer (ToT) workshops with 20 participants each: 3 ToT workshops in English and French. 3.2.2 On-site training exposure/shadow training of camp managers/coordinators with agencies already involved in CCCM. 3.2.1 a. b. CCCM trainings at national, regional and global level carried out and contextualised. Capacity building of field personnel: 150-170 field and HQ personnel from different agencies/organisations and national/local authorities have been trained. 20-25 representatives from IDP leaders/ committees trained. Enhanced capacity of field personnel to effectively coordinate and manage camp response.

Enhanced capacity of local authorities to offer improved partnership to CCCM actors engaged in CCCM.

CARE

Enhanced capacity of IDP communities to engage in solutions-oriented programs, jointly with authorities and humanitarian actors.

3.3.1 a. The roster of CCCM trainers has been further expanded with additional number of qualified trainers, capable to conduct training in English and/or French. Trainers trained on the content of the new modules.

Trainers (on inter-agency roster) develop and maintain their capacity to facilitate effective CCCM training to a variety of actors in English and/or French.

b.

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4. Advocacy and resource mobilisation efforts undertaken. 4.1 Strengthen partners‟ IOM/UNHCR awareness of the function of the CCCM cluster at field level. 4.1.1 Develop TOR for CCCM at field level. 4.1.1 a. Agreed set of roles and responsibilities of cluster leads and partners at the national/field level finalised. TOR for CCCM at field level developed in line with roles and responsibilities of CCCM. Clarity attained on roles and responsibilities of various actors at the field level. Field personnel representing cluster leads, as well as government authorities have a better understanding of the function of CCCM.

b.

4.1.2 Develop a note for staff at the field level regarding the function of the global CCCM cluster and how it can assist field operations.

4.1.2 A note on the function of the global CCCM cluster and means of support to field operations, developed.

4.1.3 Guideline developed to assist IASC country teams and HCs to determine if and when to have a CCCM cluster.

4.2 Strengthen donor and national actors‟ awareness of the concepts of CCCM.

IOM/UNHCR

4.2.1 Involve donors and 4.2.1 national authorities a. Meetings with donors which inform and in the development engage on collaborative partnership to and accountability of ensure better impact of CCCM in new and CCCM work. complex emergencies. b. c. Donors are regularly informed about the impact of CCCM activities. Continued donor contributions for CCCM.

Donors have a sound understanding to support CCCM implementation at field level. National authorities have a better understanding of CCCM to offer improved partnership to CCCM actors in the field.

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5. Emergency preparedness and long term planning undertaken. 5.1 Strengthen immediate camp management response. IOM/UNHCR 5.1.1 Deploy CCCM experts to new and complex emergencies to coordinate camp response. 5.1.1-2 CCCM issues covered in humanitarian response. CCCM better programmed to ensure rapid and effective response to new and complex emergencies.

5.1.2 Conduct cluster-led support missions where existing CCCM cluster response is deemed insufficient, i.e. Darfur.

5.1.3 Participate in needs 5.1.3 assessments in new CCCM experts involved in initial needs crises and establish a. assessment. priority actions in the area of CCCM, b. CCCM needs assessment developed. if required. 6. Enhance coordination and management of the global CCCM cluster. 6.1 Maintain the secretariat function for the cluster. IOM/UNHCR 6.1.1 Continue maintaining a virtual secretariat in Geneva to ensure work of the cluster, with co-lead coordination. 6.1.1 a. b. c. Meetings held bi-weekly to discuss and review progress on cluster activities. Cluster partners informed on all activities at global and field level. Information disseminated to cluster members on new developments of relevance to the CCCM cluster. Work plan priorities carried out. Overall humanitarian reform and new strategies for effective response are communicated to the field in a timely manner. Field personnel receive guidance from the global cluster. Lessons learnt from field operations are fed into new policies on CCCM. Overall humanitarian reform and new strategies for effective response are communicated to the field in a timely manner. Field personnel receive guidance from the global cluster. Lessons learnt from field operations are fed into new policies on CCCM.

d. 6.2 Increase partnerships within the CCCM cluster. Interoperability within each of the network (UN, International Red Cross/Red Crescent Movement, NGOs) and between these three systems. IOM/UNHCR, CARE 6.2.1 Continue dialogue with relevant camp management partners. 6.2.1 a. b.

Increased number of CCCM partners. Roles and responsibilities of CCCM at national/field level clarified amongst partners.

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Global Cluster Appeal 2007 – DRAFT
7. Needs for human, financial and institutional capacity assessed. 7.1 Assess human, financial needs and institutional capacity of the cluster. UNHCR 7.1.1 Identify and maintain resources and capacity within the cluster, to respond to ongoing and new emergencies. 8.1.1 Establish a network of technical experts with IDP profiling skills in camp settings. 9.1.1 Advocate for inclusion of personnel with CCCM profile/competency in existing agency specific rosters. 9.1.2 Identify individuals/ institutions which can provide IDP profiling support to operations in camp settings. 7.1.1 Capacity mapping exercise undertaken; providing the cluster with an overview of available human resources. More predictable and effective response to new and protracted camp/camp-like situations.

8.

Access to appropriate technical expertise secured.

8.1 Establish a network of technical experts.

UNHCR

8.1.1 Number of operations provided with technical support on IDP profiling in camp situations.

IDP profiling is mainstreamed as a key tool not only for assessing beneficiary figures in camps but also to better understand social, economic, ethnic information of the populations. Clarity on roles and responsibilities for field staff working on CCCM.

9.

Surge capacity and standby rosters established and maintained.

9.1 Strengthen emergency response capacity within the cluster.

IOM/UNHCR, NRC

9.1.1 a. TOR for CCCM staff developed. b. Personnel with CCCM profile/competency identified and included in existing rosters maintained by various agencies.

UNHCR

9.1.2 Technical experts identified.

Consistent expertise and competencies of staff deployed to missions.

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Global Cluster Appeal 2007 – DRAFT
10. Ensuring consistency amongst sectors and clusters. 10.1 Ensure consistency between CCCM cluster policies/standards and those of all other clusters and clarify roles and responsibilities of CCCM vis-à-vis other clusters. IOM/UNHCR 10.1.1 Share the work plan and clarify the objectives of CCCM with other clusters. 10.1.1 Work plan and objectives of CCCM shared with other clusters. Improved consistency of camp response implementation through co-ordinated and clear understanding of roles and responsibilities of various stakeholders involved in the cross cutting sector area of CCCM.

IOM/UNHCR

10.1.2 Encourage the other clusters to comment on tools, guidelines developed by CCCM. 10.1.3 Secure inter-cluster agreement on CCCM roles and responsibilities visà-vis other clusters.

10.1.2 Incorporate comments from the other clusters on CCCM tools and guidelines

IOM/UNHCR

10.1.3 a. b. Each cluster endorses CCCM roles and responsibilities. IASC endorses CCCM roles and responsibilities.

IOM/UNHCR 10.1.4 Convene meeting/ workshop with other clusters (WASH, protection, emergency shelter) to identify overlapping issues and responsibilities. 10.2 Ensure that CCCM issues are covered in inter-cluster discussions and policy documents, frameworks etc. IOM/UNHCR 10.2.1 Attend inter-cluster meetings. 10.1.4 a. b.

Meeting with WASH, protection and emergency shelter clusters Points of inter-action highlighted.

10.2.1 Inter-cluster meetings attended.

10.2.2 Ensure that CCCM issues are properly covered in intercluster documents, reports etc.

10.2.2 Comments provided and reflected on intercluster documents etc.

Greater inter-cluster communication on the global level facilitates cluster implementation in emergencies with several clusters in place.

10.2.3 Revised NAF section on camps/camp like situations based on new updates.

10.2.3 Review the section on camps/camp like situations in the Needs Analysis Framework (NAF), if necessary.

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